Method and/or system for providing and/or analyzing influence strategies

ABSTRACT

A method and/or system that can be implemented on a computing device or tables or board game or otherwise uses a rule set to evaluate data about a situation and actors in order to provide advice regarding strategies for influencing actors and/or other outputs.

CROSS REFERENCE TO RELATED APPLICATIONS

This application claims priority from provisional patent application 60/755,238 filed 30 Dec. 2005 and incorporated herein by reference.

COPYRIGHT NOTICE

Illustrative embodiments of the present invention are described below. In various embodiments, the present invention may be implemented in part using program source code, using graphical interfaces, or using written tables, manuals, or other instructions. Thus, portions of material included in this submission is copyrightable and copyright is claimed by the inventor. Permission is granted to make copies of the figures, appendix, and any other copyrightable work solely in connection with the making of facsimile copies of this patent document in accordance with applicable law; all other rights are reserved, and all other reproduction, distribution, creation of derivative works based on the contents, public display, and public performance of the application or any part thereof are prohibited by the copyright laws.

COLOR DRAWINGS

The file of this patent contains a least one drawing executed in color. Copies of this patent with color drawings will be provided by the United States Patent and Trademark Office upon request and payment of the necessary fee.

APPENDIX

This application is being filed with a source code appendix on compact disc comprising example computer program source code listings according to specific embodiments of the present invention. The entire contents of this appendix is incorporated herein by reference.

APPENDIX ON COMPACT DISC

This application is being filed with or a priority application was filed with an appendix on compact disc comprising computer program source code listing according to specific embodiments of the present invention. The entire contents of this disc is incorporated herein by reference. The compact disc was created with the Windows operating system and contains the ASCII files:

File Name Size in Bytes Date 511-0002-10_App1.Influence.java.txt  58,978 bytes Oct. 31, 2006 511-0002-10_App2.Influence.java.txt 182,929 bytes Oct. 27, 2006

FIELD OF THE INVENTION

The present invention relates to methods and/or systems involving strategies for influencing actors (generally, individuals or groups) in a given situation towards a desired outcome. In specific embodiments, the invention has applications in the field of information processing methods and/or information systems and/or games and entertainments. More specifically, the present invention in various aspects is directed to methods and/or systems that provide advice and other judgments or evaluations related to the use of influence methods in social situations.

SUMMARY OF THE INVENTION

The invention in its various specific aspects and embodiments involves methods and/or systems and/or modules that provide a variety of different functions relating to influencing actors. In various embodiments, the invention provides novel methods and/or modules useful in influencing groups and individuals by applying results of social science and other research as may exist now or in the future in a systematic and practical manner so as to guide, instruct, or otherwise provide information about how to influence actors in order to achieve objectives.

According to specific embodiments, methods of the invention can include one or more of: providing advice to a user of the method for influencing individuals or groups; providing an entertaining and/or educational environment for one or more users or players to learn about methods and effectiveness of influence methods; provide entertainment relating to the influence of individuals or groups; and tracking progress in sets of efforts to influence individuals or groups over time, e.g., for the purpose of evaluating particular influence strategies, evaluating a user's performance, performing simulations, or keeping score in a entertainment or educational game setting.

In specific embodiments, the invention involves methods and/or systems and/or modules that provide a way to apply the social science results and other results as may exist now or from time to time in a systematic and practical manner so as to instruct students or entertain individuals and groups about how to influence groups in order to achieve objectives.

Tracking Progress

In specific embodiments, the invention involves methods and/or systems and/or modules that provide a way to track status and/or progress over time so as to guide, instruct, or otherwise assist individuals or groups about how to influence other individuals or groups in order to achieve objectives.

One example implementation of the invention is provided in the Source Code Appendix submitted with this specification. This example provides a logic processing system that receives as inputs information about situations and actors, in this example using a graphical user interface, and uses a rules set and a rules engine, developed from various research in the field of influencing actors as described herein to provide outputs, which in this example is primarily various pieces of textual advice such as illustrated in the figures provided herein and in the Source Code Appendix. Other optional features illustrated by example in the Appendix or included in alternative embodiments of the invention include storing of situations and data sets for later simulation or evaluation, performing a scoring function for a user or multiple users, providing means for weighting or valuing various data elements, etc.

A further understanding of the invention can be had from the detailed discussion of specific embodiments below. For purposes of clarity, this discussion may refer to devices, methods, and concepts in terms of specific examples. However, the method of the present invention may operate with a wide variety of types of devices. It is therefore intended that the invention not be limited except as provided in the attached claims.

Furthermore, it is well known in the art that logic or software systems or systematized methods can include a wide variety of different components and different functions in a modular fashion. Different embodiments of a system can include different mixtures of elements and functions and may group various functions as parts of various elements. For purposes of clarity, the invention is described in terms of systems that include many different innovative components and innovative combinations of components. No inference should be taken to limit the invention to combinations containing all of the innovative components listed in any illustrative embodiment in the specification, and the invention should not be limited except as provided in the embodiments described in the attached claims.

Various aspects of the present invention are described and illustrated in terms of graphical interfaces and/or displays that user will use in working with the systems and methods according to the invention. The invention encompasses the general software steps that will be understood to those of skill in the art as underlying and supporting the functional prompts and results illustrated.

All publications cited herein are hereby incorporated by reference in their entirety for all purposes. The invention will be better understood with reference to the following drawings and detailed description.

The discussion of any work, publications, sales, or activity anywhere in this submission, including any documents submitted with this application, shall not be taken as an admission that any such work constitutes prior art. The discussion of any activity, work, or publication herein is not an admission that such activity, work, or publication existed or was known in any prior jurisdiction.

BRIEF DESCRIPTION OF THE DRAWINGS

FIG. 1 illustrates a screenshot of an example graphical interface with interactive actor objects and data input and advice presentation and data output fields allowing influence related data to be input and presented interactively according to specific embodiments of the present invention.

FIG. 2 illustrates a representative example logic device in which various aspects of the present invention may be embodied or that can be used to provide interface to a system according to the invention.

FIG. 3 illustrates an example of board game or kit according to specific embodiments of the invention.

FIG. 4 illustrates an example of a score table according to specific embodiments of the invention.

FIG. 5 is a chart illustrating a power and influence model that can be incorporated according to specific embodiments of the invention.

FIG. 6 is a chart illustrating a learning and acceptance model that can be incorporated according to specific embodiments of the invention.

DESCRIPTION OF SPECIFIC EMBODIMENTS Overview of Social Research Regarding Influence

Many authors and researchers have examined various facets related to influencing a human organization from experiential and cognitive perspectives. While these studies and in some cases practical applications thereof have been described in both scholarly and popular literature, there has been no method or system developed that the inventor is aware of for practically applying the results of such studies to simple or complex real-world situations or educational or entertainment simulations.

Chuck Whitlock

For example, Chuck Whitlock has done extensive work identifying and demonstrating deceptive influences. [1] His book includes detailed descriptions and examples of many common street deceptions. Fay Faron points out that most such confidence efforts are carried out as specific ‘plays’ and details the anatomy of a ‘con’ [2]. She provides seven ingredients for a con (too good to be true, nothing to lose, out of their element, limited time offer, references, pack mentality, and no consequence to actions). The anatomy of the confidence game is said to involve (1) a motivation (e.g., greed), (2) the come-on (e.g., opportunity to get rich), (3) the shill (e.g., a supposedly independent third party), (4) the swap (e.g., take the victim's money while making them think they have it), (5) the stress (e.g., time pressure), and (6) the block (e.g., a reason the victim will not report the crime). Her work includes a 10-step play that makes up the big con.

Bob Fellows

Bob Fellows [3] examines how ‘magic’ and similar techniques exploit human fallibility and cognitive limits to deceive people. According to Bob Fellows [3] (p 14) the following characteristics improve the chances of being fooled: (1) under stress, (2) naivety, (3) in life transitions, (4) unfulfilled desire for spiritual meaning, (5) tend toward dependency, (6) attracted to trance-like states of mind, (7) unassertive, (8) unaware of how groups can manipulate people, (9) gullible, (10) have had a recent traumatic experience, (11) want simple answers to complex questions, (12) unaware of how the mind and body affect each other, (13) idealistic, (14) lack critical thinking skills, (15) disillusioned with the world or their culture, and (16) lack knowledge of deception methods.

Fellows also identifies a set of methods used to manipulate people. The illusion of free choice is an example where the victim has choice but no matter what choice is made, as long as it fits the constraints of the person carrying out the deception, the victim will appear to have had their mind read. This is an example of a posteriori proof. The deception involves a different path to the desired solution depending on the solution required by the ‘free choice’ of the victim. Mind control is exerted through social influence that restricts freedom of choice. It consists of psychological manipulation, deception, and the use of ‘demand characteristics’. Demand characteristics are based on social conditioning that put pressure on the individual to act in predictable ways in properly constrained situations. For example, in a stage trick, when you ask the person to make a choice between one of two things, they are socially constrained not to choose a third option. A theater setting causes people to sit and listen while a speaker talks. Guests generally try not to complain, so by treating people as guests, a person is more likely to influence them to sit and listen to that person's political views. Hypnosis, suggestion, absorption, fatigue, and social influence are also identified as control methods. In hypnosis, a hypnotic state is induced, while in suggestion uncritical acceptance and sometimes response to an idea is involved, while in absorption, the individual's attention is focused on an activity so that it is hard to distract them from it.

In his examination of manipulation techniques, Fellows includes: (1) vague or tailored standard of success, (2) observation of human nature, (3) situational observation, (4) specific vs. ambiguous information, (5) information control, (6) pseudo-scientific or spiritual theories, (7) confusing normal experiences with extrasensory perception, (8) skeptical stance, (9) fishing (deception), (10) authority, charisma, and appearance, (11) misdirection, (12) humor, (13) limited paranormal claims, (14) mind body connection demonstrations, (15) selective subject responsibility, (16) probability, (17) individual tailoring, (18) dissonance reduction and self-perception, (19) compliance and suggestibility, (20) shaping behavior, and (21) selective perception and recall. These are combined in a script to make a convincing case to an audience.

Thomas Gilovich

Thomas Gilovich [4] provides in-depth analysis of human reasoning fallibility by presenting evidence from psychological studies that demonstrate a number of human reasoning mechanisms resulting in erroneous conclusions. This includes the general notions that people (erroneously) (1) believe that effects should resemble their causes, (2) misperceive random events, (3) misinterpret incomplete or unrepresentative data, (4) form biased evaluations of ambiguous and inconsistent data, (5) have motivational determinants of belief, (6) bias second hand information, and (7) have exaggerated impressions of social support.

The table below illustrates examples of specific common syndromes and circumstances associated with them. These mechanisms are detailed and supported by substantial evidence and most of them are believed to be common to most individuals in all human societies.

Mechanism Example (0) Effects should resemble their causes, (0a) Instances should Similar looking animals must be more closely related genetically than different resemble their categories looking ones. (0b) Like resembles like Measles come from germs with spotted coatings. (0.5) Tendency toward oversimplification, (0.5a) Occam's Razor When a simple explanation will do, choose it over the more complicated one. (0.5b) Black and White Tends to be preferred over shades of gray. (0.5b) Rule of 3s Lists of three things are better accepted in some cultures. (1) the misperception of random events, (1a) the clustering illusion, Events appear to be correlated even when they are not correlated (1b) over application of The ‘law of small numbers’ - a few examples are taken as more significant than representativeness, they really are. (1c) misperceptions of Various random events are seen as ‘shooting streaks’ because randomness is not random dispersions, well understood by most observers. (1d) the creation of causal People have a tendency to create theories to explain what they see and adopt theories, them regardless of evidence. (1e) the regression fallacy, People underestimate the effect of regression. For example, if you usually average two sales a day and make five sales for each of three days in a row, people will think you are in a slump when you only make one or two sales a day for the next week. (2) misinterpretation of incomplete or unrepresentative data, (2a) the excessive impact of A small number of confirmations are treated as proof, while an occasional confirmatory information, refutation may be dismissed as invalid for some a posteriori reason (perhaps generated 1d above). (2b) the tendency to seek If you are looking for red in fires you will tend to count orange as red, and not confirmatory data, discount the presence of blue along with red. (2c) the problem of hidden If you justify the quality of your hiring process by tracking only the success or absent data, rates of people you hire, you are ignoring the missing data on how successful the people you didn't hire might have been. (2d) self-fulfilling If people believe the markets are crashing, they will pull their money out, and prophecies, thus the markets will crash. (3) the biased evaluation of ambiguous and inconsistent data, (3a) ambiguous information We tend to interpret ambiguous data in the context of what we are looking for. is interpreted in context, (3b) unambiguous data is An explanation for the invalidity of data that is inconsistent with theories is shaded, often found. (3c) multiple endpoints, If the data is ambiguous we will tend to associate it with our expectations for outcomes, thus biasing the result. For example, some element of a baby's face looks like anyone and will be associated with the parents face even if the child is adopted. (3d) confirmations and non- Non confirmations are often ignored rather than treated as refutations. Selective confirmations, memory is an example where people will tend to remember predictions that come true over time and forget those that do not come true. (3e) focused and unfocused If we believe that bad things come together in threes but don't set a time limit on expectations, what it is to come together, we will wait till the count hits three and declare that we were right. If we are trying to associate a dream of a sunny day with events of the day, we will find the moment that the sun broke through the clouds as a confirmation. (3f) outcome asymmetries and one-sided events, (3f-i) hedonic asymmetries, There is a tendency to overemphasize things that are more striking to us. For example, it may seem like you almost always get splashed by a passing car on wet days, when in fact you just remember being splashed more than not being splashed. (3f-ii) pattern asymmetries, You remember when you wake up and see 1:11 or 2:22 on the clock better than when you see 1:52 or 2:17 (3f-iii) definitional Things won't get better till you have hit rock bottom - but since ‘rock bottom’ is asymmetries, not pre-defined, it is always able to be true since we can call wherever you turned around, ‘rock bottom. (3f-iv) base rate departures, “Thinking about being healthy will help you cure cancer” is supported by people who have thought about being healthy and survived, but it ignores the people who thought about being healthy and died, because they are not available as data points. (4) motivational determinants of belief, (4a) empirical support for After the Nixon/Kennedy debates, supporters for each side thought their side the wish to believe, had one. They interpreted the same thing in different ways. (4b) mechanisms of self- If you want to believe it you ask “Can I believe it” while if you don't want to serving beliefs, believe it you ask “Must I believe it”. (4c) optimistic self- The vast majority of people believe they are above average in intelligence and assessment beauty. (5) the biasing effect of second hand information (5a) sharpening and In relaying situational information, descriptions of peoples' behavior tends to be leveling, ‘sharpened’ or emphasized, while descriptions of their surroundings tend to be ‘leveled’ or de-emphasized. (5b) the corrupting effect of The game of ‘telephone’ is a great example. increasingly indirect evidence, (5c) telling a good story, In order to make the story interesting to the audience, distortions are often introduced. The ‘historical movies’ that come out of Hollywood are examples of how telling a good story often distorts facts in favor of ‘flavor’. (5d) distortions in the name Stories are often told with exaggerations of the fact to make a point. A little girl of informativeness, down the block did than and she was never seen again . . . (5e) distortions in the name ‘There is one example of . . . ’ becomes ‘I had a friend who . . . ’ and the of entertainment, audience misinterprets it as if their own friends probably . . . Inquiring minds want to know . . . The media is notorious for this. (5f) distortions in the name Look at the statements of political parties. of self interest, (5g) distortions due to So-called urban legends are good examples of this - for example the non- plausibility, existent US patent agent who supposedly resigned because he thought that nothing else could be invented. (6) exaggerated impressions of social support, (6a) social projection and Most people think that most other people agree with them about their views on the false consensus effect, things. (6b) inadequate feedback People may agree out of politeness or not indicate that they disagree because of from others. a desire not to offend. Children show less of this than adults.

Charles West

Charles K. West describes the steps in psychological and social distortion of information and provides detailed support for cognitive limits leading to deception. Distortion comes from the fact of an unlimited number of problems and events in reality, while human sensation can only sense certain types of events in limited ways: (1) A person can only perceive a limited number of those events at any moment (2) A person's knowledge and emotions partially determine which of the events are noted and interpretations are made in terms of knowledge and emotion (3) Intentional bias occurs as a person consciously selects what will be communicated to others, and (4) the receiver of information provided by others will have the same set of interpretations and sensory limitations.

Step Details Subtypes A An unlimited number of The whole universe and all of the various effects of the wave equations at problems and events in every scale. All of physics effects us. reality. B Human sensation can only This includes Hearing, Sight, Smell, Touch, and Taste - the so-called five sense certain types of events senses. in limited ways. B.1 Hearing Hearing is limited in frequency range, resolution, and discrimination. B.2 Sight Sight is limited in frequency range, resolution, and discrimination. B.3 Smell Smell is limited in chemical combinations and discrimination. B.4 Touch Touch is limited in sensitivity, sensor distribution, and pressure differentiation. B.5 Taste Taste is limited in chemical combinations and discrimination. C A person can only perceive a There are three ways in which the nerve system limits the transmission of limited number of events sensory impulses to the brain; habituation, inhibition, and Hernandez Peon from B at any moment. effects. C.1 Habituation Habituation tends toward ignoring repeated senses. C.2 Inhibition Inhibition limits the effect of other sensors proximate to a high firing rate sensor. C.3 Hernandez Peon effects Hernandez Peon effects limit the ability to use one sense when focusing on another sense. D1 A person's knowledge and emotions partially Frame of reference and experience drives the sequence of determine which of the events in C are noted. focus. This includes concepts, structures, affects, needs, Interpretations of C are made in terms of values, and interests. knowledge and emotion. D1.1 Thought: Awareness combined with meaning or significance. For example, when a set of words are Concepts presented to test subjects before performing a complex task, if some of the words presented in order might help solve the task, the subjects are more likely to do a better job of solving the task sooner. They have somehow mapped the words into a concept allowing a more rapid and more effective solution. D1.2 Thought: Conventions and standard ways of going about things. A very good example is that when Structures shown the same ambiguous stimulus, people from different cultures will see different objects. Similarly, when presented with audio gibberish in repeated patterns, people will hear different word sequences and those sequences will change with time. Similarly, when structures exceed memory capacity, people create organization schemes to allow them to be remembered (7 +/− 2). D1.3 Feeling: Likes, dislikes, happiness, sadness, afraid, etc. states of mind effect ability to recognize Affects words, etc. D1.4 Feeling: Fairness, right and wrong lead to changes in attitude and acceptance of new information. Values D1.5 Feeling: Lack of food, water, sugars, air, etc. lead to reduced learning capacity, increased association Needs of sensory data to need-related information. D1.6 Feeling: More interest leads to better learning. Interests D2 A person's perceptions of C may also be Frame of reference and experience drives the sequence of influenced by group norms and social focus. This includes pressure. D2.1 Reinforcement The group sets punishments and rewards. Authority and percentage and size of group agreeing, while education and high ethics reduces conformance. D2.2 Imitation There are rewards for perceiving and acting like the group and punishment for not seeing and acting like the group. You might learn what to do (initiating) or learn what not to do (inhibiting). E Intentional bias as a person consciously This is also known as lying. selects from D1 and D2 that which will be communicated to others. F The receiver of information provided by Thus more distortion results from the inadequacy of others will return to step C and all other steps language to describe reality, the incommensurability of may be repeated experience between people, and the distortions of language bias.

Chester Karrass

Karrass [7] provided summaries of negotiation strategies and the use of influence to gain advantage. He also explain how to defend against influence tactics. He identified (1) credibility of the presenter, (2) message content and appeal, (3) situation setting and rewards, and (4) media choice for messages as critical components of persuasion. He also identifies goals, needs, and perceptions as three dimensions of persuasion and lists scores of tactics categorized into types including (1) timing, (2) inspection, (3) authority, (4) association, (5) amount, (6) brotherhood, and (7) detour. Karrass also provides a list of negotiating techniques including: (1) agendas, (2) questions, (3) statements, (4) concessions, (5) commitments, (6) moves, (7) threats, (8) promises, (9) recess, (10) delays, (11) deadlock, (12) focal points, (13) standards, (14) secrecy measures, (15) nonverbal communications, (16) media choices, (17) listening, (18) caucus, (19) formal and informal memorandum, (20) informal discussions, (21) trial balloons and leaks, (22) hostility relievers, (23) temporary intermediaries, (24) location of negotiation, and (25) technique of time. FIG. 6 is a chart illustrating a learning and acceptance model that can be incorporated according to specific embodiments of the invention.

Karrass explains that change comes from learning and acceptance. Learning comes from hearing and understanding, while acceptance comes from comfort with the message, relevance, and good feelings toward the underlying idea. These are both affected by audience motives and values, the information and language used for presentation, audience attitudes and emotions, and the audience's perception and role in the negotiation. By controlling these factors, advantages can be gained in negotiations.

Additional factors include:

(1) Credibility of the presenter helps gain advantage and it attained by suitable introduction and historical behavior;

(2) Message content and appeal are gained by (a) presenting both sides with the favored viewpoint at the start and end, (b) repetition of the points to be made, (c) stating conclusions, (d) arousing a need and then fulfilling it, (e) avoiding threats, which tend to be rejected (f) asking for more, which tends to get you more, (g) stressing similarities, (h) tying hard issues to easier ones, (i) not creating defensive situations, (j) not belittling other views, (k) being friendly and sympathetic, (l) asking for advice, and (m) appealing to self worth, fairness, and excellence; (3) Situation setting and rewards also play important factors and can be enhanced by (a) making the audience feel worthwhile, (b) reinforcing pre-existing opinions, (c) presenting a balance of ideas, (d) avoiding or offering to remove ambiguity, (e) using social pressures to your advantage, (f) accounting for audience facts, methods, goals, and values, and (g) understanding and dealing with issues of power and influence. (4) Media choice for messages can also be important. (a) Letters are good when establishing justification, for getting letters back, for establishing justification, and when interruption is dangerous, (b) face to face is better when personal presence brings regard or respect, when visual indicators will help, or when more or less information may be desirable. (Karrass was writing before FAXes and Email were widely available).

Karrass provides a three dimensional depiction of goals, needs, and perceptions and asserts that people are predictable. The three dimensions he identified are:

Goals: (1) money, (2) power and competence, (3) knowledge, (4) achievement, (5) excitement and curiosity, (6) social, (7) recognition and status, (8) security and risk avoidance, and (9) congruence. Needs: Maslow's Needs Hierarchy includes (1) basic survival, (2) safety, (3) love, (4) self worth, and (5) self-actualization.

Perception: Perception of goals include: (1) how do you want opponents to see you, (2) how do opponents see their goals, (3) how do you see opponent goals, (4) how do you want opponents to see your goals, (5) how do you think opponents see your goals, and (6) how do you see your goals.

The object of a successful negotiation is to optimize how everyone sees their goals. Karrass also lists a series of specific negotiation techniques and countermeasures, and his work has been widely hailed as seminal in the field. Millions of people have now been exposed to his work. Some of the specific tactics he describes include:

Type Tactic Description Effect Countermeasure Timing Patience Willing to bear with the Lowers expectations of More patience, loss of value situation for as long as it rapid progress, may with time, increased social takes. cause a desire to yield pressures. more rapidly to make progress. Timing Deadline Time limits on completion Whoever has longest Don't reveal deadlines, or set of the negotiation may drive can take advantage. other parameters to limit to concessions. Many times negotiation points. the one with more time goes by the other parties' deadline, thus making it harder to ‘win’. Timing Speed Quick agreements can be Causes a pattern of Quick counteroffers, refusal to made on small points, one saying yes which make partial agreements, or a after another, until there are carries through to future slowing of the process. no points left to be agreed issues that may not upon. have yielded a yes and creates an expectation of rate of progress. Timing Fait Actions that alter the balance Reduces expectations, Tit-for-tat reprisals, accompli of bargaining power by increases work to demonstration of willingness to virtue of already being in change things. undo what seems nearly place, thus making them far impossible to undo. harder to undo. Timing Surprise New conditions or Lowers expectations Changes require restart of the requirements are added after and changes the value whole negotiation process, part of the negotiation is of previous sub- make similar changes to completed. agreements. previous positions, make unrelated changes that gain back whatever is lost. Timing Status quo Go with the same agreement Lower expectations for Go on strike, indicate that the we had before unless and new agreement, bypass deadline ends the old until the new agreement is deadlines. agreement, go with the old completed. agreement with an ‘adjustment’ for changes in condition (cost of living increase is an example). Timing Stretchout Deliberate extension of Force the opponent to Walk away, start taking negotiation over a long time. expend resources, desirable issues off the create internal friction, bargaining table, start increase pressure for increasing the price, other time agreement. dependent reduction in opponent expectations. Inspection Open Unlimited inspection is Openness, honesty, Do inspections and verify it. inspection permitted. nothing to hide. Inspection Limited Access for inspection is We are open, but we If limited inspections are inspection limited at the control of the won't let you look inadequate, so indicate. party being inspected. around forever before making progress. Inspection Confession Full disclosure of all known Openness and honesty None needed except items of interest are made. is laudable. verification. Inspection Qualified Questions are answered but Appearance of Ask a lot of questions, confession faults are not offered. openness but including general ones like ‘Are information is only there any other things that selectively revealed as might be relevant . . . ” needed. Inspection Third party Access by agreed upon We are open and Question sincerity, find a good neutral third parties. honest, but we have inspector. legitimate reasons for limiting your access. Inspection No No inspection is permitted. Reduction of Go elsewhere, require admittance expectations/can be alternatives to inspections. used to cause mystique. Authority Limited The person at the table is not It allows negotiation If authority is know ahead of authority authorized to make the final toward the best we can time, provide a non- deal. get from you, followed authoritative negotiator on your by having to get more side. If this is revealed after from you. negotiations are underway, treat as a possible deception. Authority Approval The person at the table can Lowers expectations of Seek approval at every step, negotiate, but the deal finality, creates negotiate in good faith to a final requires approval. potential for refusal to agreement and refuse to take approve, allows less, indicate that you too need negotiator to ‘blame’ on approval and get their approval someone else, allows first. negotiator to act like they are on your side. Authority Escalation Deliberate creation of Lowers expectations, an As in “Approval”. approval additional approvals. escalation of the items in “Approval”. Authority Missing man Deliberate absence of person As in “Approval” As in “Approval” or indicate with final authority. that you will be willing to reschedule for when the final authority is available. Authority Arbitration Third party decision - Create at least the Refuse to permit it, accept a neutral or biased. illusion of impartiality well known mechanism, accept and fairness, lays blame only really trusted third parties, on others. back out. Association Alliances Strong partners Strengthen bargaining Foster this. power, strong desire for mutual benevolence. Association Associates Friends Slight strengthening of Foster and improve this, ask for bargaining power. references. desire for mutual benevolence. Association Disassociates Mutual non-friends The enemy of my Use caution - it is not always enemy is my friend. true. Association United Broad-based alliance of Strength in numbers. Try to use it to improve ties, Nations industry members. gain reference information. Association Bribery Payoff and collusion Someone pays someone Report to law enforcement, for an advantage. report to management, refuse to deal with them, take their money (legally only - give them a receipt and fair market value) and don't weaken your position. Amount Fair and Everyone wants to believe Appeal to morality and Get select examples of reasonable they are fair and reasonable. sense of fairness. competitors and raise price to meet theirs, provide explanations for why yours is fair and reasonable at a higher price. Amount Bulwarism Take it or leave it. Expectations are forced Leave it. toward win or lose - no shades of gray. Amount Nibbling Take small concessions one Many seemingly small Nibble back. For every nibble, after another - after other items come out to a extract a price. issues are settled. large difference. Amount Budget My budget is only so much. Puts artificial limits on Offer lower-quality alternatives bogey price. that meet the budget, help them increase the budget, spread over multiple budget items or cycles. Amount Blackmail Since you have no choice, Investment in this line Change directions, nibble for they can ask whatever they leaves you with little other concessions, change other want - up to a limit. choice. terms, walk away. Amount Escalation After agreement, take your Lowers expectations Return fire - don't let them get part and raise demands. and feelings of self- away with it - Offer accepted is worth a legal contract - etc. Amount Intersection Tie together otherwise Creates complexity and Refuse to tie, tie still other separate negotiations. opportunity for tying items, deal with the increased easy things to hard complexity, etc. ones. Amount Non- Select items can not be Lowers expectations Don't buy into it, create your negotiable altered. with respect to those own non-negotiables, negotiate items and creates harder for other items, walk automatic wins for one away. side. Amount Chinese Multiple opponents are Creates competition Ignore the others and negotiate auction played off against each between competitors. for yourself, walk away, explain other. that after they have their best offer elsewhere, if they want to deal with you, you will be available to discuss it, trade price for other terms. Brotherhood Equal Based on equal status. Expectation of tit for Fulfill expectation with brothers tat. appropriate caution. Brotherhood Big Brother Benevolence based on Since I am so much Thanks, I could use the help. higher status. bigger I will help you. Brotherhood Little brother Charity desired based on I am small and you are Recognize that they are lower status. big, please be nice. potentially exploiting your desire to be good. Brotherhood Long-lost Search for relationship and Trying to find common Provide it. brothers status. ground. Brotherhood Brinkmanship Intersecting destiny based on Threat-based and Decide if it is worth it and if so high joint risk. potentially very expect serious consequences dangerous. and prepare for them. Detour Decoy Attract or snare Seemingly excellent Recognize and walk away, offer is used to get you negotiate harder to get back full to invest time and effort value, set parameters and which you are then expectations appropriately so motivated to get value that you are not snared. for. Detour Denial Negation or retraction of Create false On the first time, indicate statement. impressions, generate displeasure, and take back all of concessions to indicate the previous discussions, create real parameters, lower pressure on their side to stop it. expectations, increase anger and frustration, create delays. Detour Withdrawal Walk away from Lowers expectations, Don't give in, create social negotiations. may generate wild pressures to bring them back, concessions just to get seek out alternative deals. you back to the table. Detour Good and Good cop bad cop. You confide in the Recognize the tactic and don't bad guys friendly one, who looks be offended or fooled by it. good in comparison to the unfriendly one. Detour False Creating deceptive statistics The statistics have the Question, understand, and statistics an appearance of authority. verify this sort of information. errors Detour Scrambled Creating deliberate Confusion is used to Know when you don't know eggs confusion on issues or cause the negotiator to enough and ask for help, bring figures make mistakes and get in experts, explain that it is in over their head. getting too complex and that if it isn't simplified, you will have to seek alternatives. Detour Low balling Initial low price with high Create expectation of Try to get the add-ons for free, add-ons (close to bait and low price and nibble at the add-ons, get the switch) momentum to buy, ‘whole’ price and then compare followed by seemingly it to alternatives. small adjustments that add up. Detour Scoundrel Larceny by never-ending Wastes time and effort Detect and walk away. negotiations while consuming your resources.

Karrass also provides a list of negotiating techniques including: (1) agendas, (2) questions, (3) statements, (4) concessions, (5) commitments, (6) moves, (7) threats, (8) promises, (9) recess, (10) delays, (11) deadlock, (12) focal points, (13) standards, (14) secrecy measures, (15) nonverbal communications, (16) media choices, (17) listening, (18) caucus, (19) formal and informal memorandum, (20) informal discussions, (21) trial balloons and leaks, (22) hostility relievers, (23) temporary intermediaries, (24) location of negotiation, and (25) technique of time.

Cialdini

Cialdini [8] provides a simple structure for influence and asserts that much of the effect of influence techniques is built-in below the conscious level of most people. Some factors cross all human societies, while others may be more affected by social norms and culture. Cialdini discusses both the benefits of these natural tendencies and their exploitation by professionals for gaining compliance to desired behaviors. Regardless of how they are created, these techniques are apparently pattern matching phenomena that operate without regard to deep logical thought processes:

Area Technique Explanation Reciprocation If it costs more it Raising the price on many items increases their sales because the buyers is worth more are looking for high quality and associate it with price. Authority Experts know When someone believes you are an expert, they will tend to defer to your more than others opinions regardless of the sensibility of those opinions. Contrast Contrast principle Substantial differences tend to be exaggerated. Things are taken relative to context. After having your hand in hot water, luke-warm water seems cool. To sell something expensive, start by offering something more expensive and work your way down. Automaticity Because When you add a ‘because’ followed by no new information, the chances of compliance increase substantially. Reciprocation Reciprocation People tend to reciprocate any gifts. For example, even a meaningless gift will create an obligation. Refusal to accept a return gift makes you less likable because of the lack of opportunity to reciprocate. Reciprocation and Reject and retreat This invokes both reciprocation and contrast. You start by asking for Contrast something big, then lower the request to something smaller. By reducing your request, you are both giving a concession (reciprocation leading them to offer you something) and by lowering from a higher value you are invoking contrast (the second request doesn't look as high next to the first one). Commitment and Commitments are If you can generate a promise of some sort, there will be a strong desire to Consistency honored fulfill it - no matter how much effort it takes or under what circumstances the promise was given. Commitment and Consistency is Once you commit, your interpretation of inputs tend to support that Consistency highly valued committed view. Automaticity Desire not to think If it requires thinking and they can back down to a simple rule of behavior, they will try to do so. Automaticity Strong desire not If it requires rethinking, it introduces self-doubt and will be avoided to rethink unless absolutely necessary. Automaticity Default decision Logic is only used if there is a desire and ability to analyze the situation, process otherwise, pattern matching to known social behavioral patterns is used. Commitment and Small Self-image is raised through making and keeping to commitments and as Consistency commitments lead a result, larger and larger commitments are made over time. to big ones Commitment and Active Commitments where you do something are far more effective at gaining Consistency commitments are subsequent compliance than those which are passive promises. better than passive ones Commitment and Public image leads Written statements are given more credence than oral ones - both by Consistency to self image author and reader, there is a higher tendency to do something if you write it down, public commitments are more often kept than private ones. Commitment and Increased Invested time and effort (sunk costs) forms increased commitment; more Consistency compliance with pain involved increases commitment level (loyalty from hazing, more investment pain more gain), less external return forces more internalization of value (ownership and commitment follow), low-balling works (get a commitment, create other supports for the decision, then remove the original motivation and the commitment remains). Commitment and Consistency Even when remaining consistent seems foolish, people will choose new Consistency causes decisions reasons to stay with a decision because to do otherwise would cause you to have to admit you were wrong and rethink your previous commitments. Social Proof We interpret based Laugh tracks work even if we know they are in use. Seeded collection on how others boxes cause increased donations. Popularity is taken as goodness, even if interpret known to be wrong. Social Proof Social proof Fear is reduced by watching others like you not fear it. Create uncertainty replaces hard and generate social proof. Social proof works better when they are like proof in you. uncertainty Liking We like saying Twice as likely to say yet to people we like, referrals from friends ‘yes’ to people we increase likelihood of success in sales, MCI ‘friends and family’ is 90% like effective because it ‘does a friend a favor’ to switch. Liking Physical attraction We are more likely to like someone we are physically attracted to and increases liking likely to dislike someone we are not physically attracted to. Liking Similarity breeds Similar dress, color, background, behaviors, accents, lifestyle, interest, liking age, religion, politics, and names are all examples of how similarities increase liking and differences decrease liking, even when known to be falsehoods. Liking Compliments Even when compliments are known to be deceptions, people still like increase liking those who give them - unless they go ‘too far’. Liking More contact Familiarity improves liking unless the experience is unpleasant. increases liking Liking Groups working Common cause increases liking and friendship between group members together bond and groups. Liking Groups in Competition creates hostility and personal dislike. competition breeds enemies Liking Messages are When a message is unpleasant, the messenger is disliked, while good attributed to messages cause messengers to be liked. The attributes of the message are messengers attributed to the messenger by association. Liking Association People are more receptive to compliance after a good meal. People enhances liking or associate to their nation, city, race, etc. and like it when the things they disliking associate with succeed. Liking People tend to If they like themselves, they choose to associate to things that are associate with successful through the similarities to themselves. If they have a negative things that self-image they tend to associate with things that fail by seeking enhance their self- similarities with themselves. image Authority Duty to authority Higher authority overrides lower ones, appearance of authority replaced is deeply real authority, titles lead to the appearance of authority, higher deference embedded in to known authorities. culture Authority Appearances Higher position appears to be taller, taller as more important, importance imply authority seen as larger, larger size implies more strength. clothing and accouterments imply authority (as a function of situation), other trappings imply authority. Scarcity Perceived scarcity Similar to Shannon's information theory in which less frequently used increases syntax elements have higher information content. Scarce quantity, time, perceived value availability all make things more attractive. Scarcity Loss is higher In trading a loss against an identical valued gain, the loss is more highly value than gain valued. Scarcity Desire to have Especially effective against teenagers and young children, but also quite what is restricted effective against people of all ages. More effective if more restrictive. Exclusivity yield desire to have. Scarcity Desire to have it Even if ‘our way’ is actually not ‘our way’, the fact of choice increases “our way” desirability. Scarcity Exclusive Secrets, information that others do not have, restricted information, all information is seem to make the information more valuable. Exclusive information more valued about a shortage has more effect on driving up perceived value that the shortage itself. Scarcity Drops from More value is attributed to something if it is first possessed then lost. For abundance to example, revolutions are far more likely after some political gains scarcity increase followed by retrenchment. value Automaticity automaticity can Increased rush, stress, uncertainty, indifference, distraction, and fatigue be enhanced all lead to less thoughtful and more automatic responses. Thus by adding to these elements, we increase the effectiveness of all of these techniques.

While Cialdini backs up this information with numerous studies, his work is largely done and largely cites western culture. Some of these elements are apparently culturally driven and care must be taken to assure that they are used in context. Similar studies for people interacting with and through computers have not been completed at this time as far as is known but they would clearly be helpful in understanding how people interact through and with computers.

Cialdini [8] provides a simple structure for influence and asserts that much of the effect of influence techniques is built-in and occurs below the conscious level for most people. His structure consists of reciprocation, contrast, authority, commitment and consistency, automaticity, social proof, liking, and scarcity. He cites a substantial series of psychological experiments that demonstrate quite clearly how people react to situations without a high level of reasoning and explains how this is both critical to being effective decision makers and results in exploitation through the use of compliance tactics. While Cialdini backs up this information with numerous studies, his work is largely based on and largely cites western culture. Some of these elements are apparently culturally driven and care must be taken to assure that they are used in context.

Charles Handy

Charles Handy [10] discusses organizational structures and behaviors and the roles of power and influence within organizations. The National Research Council [11] discusses models of human and organizational behavior and how automation has been applied in this area. Handy models organizations in terms of their structure and the effects of power and influence. Influence mechanisms are described in terms of who can apply them in what circumstances. Power is derived from physicality, resources, position (which yields information, access, and right to organize), expertise, personal charisma, and emotion. FIG. 5 is a chart illustrating a power and influence model that can be incorporated according to specific embodiments of the invention. These result in influence through overt (force, exchange, rules and procedures, and persuasion), covert (ecology and magnetism), and bridging (threat of force) influences. Depending on the organizational structure and the relative positions of the participants, different aspects of power come into play and different techniques can be applied. The NRC report includes scores of examples of modeling techniques and details of simulation implementations based on those models and their applicability to current and future needs.

MKULTRA

Closely related to the subject of deception is the work done by the CIA on the MKULTRA project. [13] In June 1977, a set of MKULTRA documents were discovered, which had escaped destruction by the CIA. The Senate Select Committee on Intelligence held a hearing on Aug. 3, 1977 to question CIA officials on the newly-discovered documents.

The net effect of efforts to reveal information about this project was a set of released information on the use of sonic waves, electroshock, and other similar methods for altering peoples' perception. Included in this are such items as sound frequencies that make people fearful, sleepy, uncomfortable, and sexually aroused; results on hypnosis, truth drugs, psychic powers, and subliminal persuasion; LSD-related and other drug experiments on unwitting subjects; the CIA's “manual on trickery”; and so forth.

One 1955 MKULTRA document gives an indication of the size and range of the effort; the memo refers to the study of an assortment of mind-altering substances which would: (1) “promote illogical thinking and impulsiveness to the point where the recipient would be discredited in public”, (2) “increase the efficiency of mentation and perception”, (3) “prevent or counteract the intoxicating effect of alcohol” (4) “promote the intoxicating effect of alcohol”, (5) “produce the signs and symptoms of recognized diseases in a reversible way so that they may be used for malingering, etc.” (6) “render the indication of hypnosis easier or otherwise enhance its usefulness” (7) “enhance the ability of individuals to withstand privation, torture and coercion during interrogation and so-called ‘brainwashing’, (8) “produce amnesia for events preceding and during their use”, (9) “produce shock and confusion over extended periods of time and capable of surreptitious use”, (10) “produce physical disablement such as paralysis of the legs, acute anemia, etc.”, (11) “produce ‘pure’ euphoria with no subsequent let-down”, (12) “alter personality structure in such a way that the tendency of the recipient to become dependent upon another person is enhanced”, (13) “cause mental confusion of such a type that the individual under its influence will find it difficult to maintain a fabrication under questioning”, (14) “lower the ambition and general working efficiency of men when administered in undetectable amounts”, and (15) “promote weakness or distortion of the eyesight or hearing faculties, preferably without permanent effects”.

Greene

Greene [12] describes the 48 laws of power and, along the way, demonstrates 48 methods that exert compliance forces in an organization. These can be traced to cognitive influences and mapped out using models like Lambert's, Caldini's, and the model created for this effort.

# Saying Content Law 1 Never Always make those above you feel comfortable in their sense of superiority. In your desire outshine the to please or impress them do not go too far in displaying your talents or you might master. accomplish the opposite - inspire fear and insecurity. Make them appear more brilliant than they are - and you will attain the heights of power. Law 2 Never put Be wary of friends - they will betray you more quickly, for they are easily aroused to envy. too much They also become spoiled and tyrannical. But hire a former enemy and he will be more loyal trust in than a friend, because he has more to prove. In fact you have more to fear from friends than friends, learn from enemies. If you have no enemies, find a way to make them. how to use enemies. Law 3 Conceal your Keep people off balance and in the dark by never revealing the purpose behind your actions. intentions. Without a clue as to what you are up to, they cannot prepare a defense. Guide them far enough down the wrong path, envelop them in enough smoke, and by the time they realize your intentions, it will be too late. Law 4 Always say When you are trying to impress people with words, the more you say, the more common you less than appear, and the less in control. Even if you're saying something banal, it will seem original if necessary. you make it vague, open-ended, and sphinx like. Powerful people impress and intimidate by saying less. The more you say, the more likely you are to say something foolish. Law 5 So much Reputation is the cornerstone of power. Through reputation alone you can intimidate and depends on win; once it slips, however, you are vulnerable, and will be attacked on all sides. Make your reputation - reputation unassailable. Always be alert to potential attacks and thwart them before they guard it with happen. Meanwhile, learn to destroy your enemies by opening holes in their own your life. reputations. Then stand aside and let public opinion hang them. Law 6 Create an air Never make it too clear what you are doing or about to do. Do not show all your cards. of mystery. Mystery and uncertainty create anticipation - everyone will want to know what comes next. Use mystery to beguile, seduce, even frighten. Law 7 Get others to Use the wisdom, knowledge, and legwork of other people to further your own cause. Not do the work only will such assistance save you valuable time and energy, it will give you a godlike aura for you, but of efficiency and speed. In the end your helpers will be forgotten and you will be always take remembered. Never do yourself what others can do for you. the credit. Law 8 Make other When you force the other person to act, you are the one in control. It is always better to people come make your opponent come to you, abandoning his own plans in the process. Lure him with to you - use fabulous gains - then attack. You hold the cards bait if necessary. Law 9 Win through Any momentary triumph you think you have gained through argument is really a Pyrrhic your actions, victory: the resentment and ill will you stir up is stronger and lasts longer than any never momentary change of opinion. It is much more powerful to get others to agree with you through through your actions, without saying a word. Demonstrate, do not explicate. argument. Law 10 Infection: You can die from someone else's misery - emotional states are as infectious as diseases. You avoid the may feel you are helping the drowning man but you are only precipitating your own disaster. unhappy and The unfortunate sometimes draw misfortune on themselves; they will also draw it on you. unlucky. Associate with the happy and fortunate instead. Law 11 Learn to To maintain your independence you must always be needed and wanted. The more you are keep people relied on, the more freedom you have. Make people depend on you for their happiness and dependent on prosperity and you have nothing to fear. Never teach them enough so that they can do you. without you. Law 12 Use selective One sincere and honest move will cover over dozens of dishonest ones. Open-hearted honesty and gestures of honesty and generosity bring down the guard of even the most suspicious people. generosity to Once your selective honesty opens a hole in their armor, you can deceive and manipulate disarm your them at will. A timely gift - a Trojan horse - will serve the same purpose. victim. Law 13 When asking If you need to turn to an ally for help, do not bother to remind him of your past assistance for help, and good deeds. He will find a way to ignore you. Instead, uncover something in your appeal to request, or in your alliance with him, that will benefit him, and emphasize it out of all people's self- proportion. He will respond enthusiastically when he sees something to be gained for interest, himself. never to their mercy or gratitude. Law 14 Pose as a Knowing about your rival is critical. Use spies to gather valuable information that will keep friend, work you a step ahead. Better still: play the spy yourself. In polite social encounters, learn to as a spy. probe. Ask indirect questions to get people to reveal their weaknesses and intentions. There is no occasion that is not an opportunity for artful spying. Law 15 Crush your All great leaders since Moses have known that a feared enemy must be crushed completely. enemy (Sometimes they have learned this the hard way.) If one ember is left alight, no matter how totally. dimly it smolders, a fire will eventually break out. More is lost through stopping halfway than through total annihilation: the enemy will recover, and will seek revenge. Crush him, not only in body but in spirit. Law 16 Use absence Too much circulation makes the price go down: the more you are seen and heard from, the to increase more common you appear. If you are already established in a group, temporary withdrawal respect and from it will make you more talked about, even more admired. You must learn when to leave. honor. Create value through scarcity. Law 17 Keep others Humans are creatures of habit with an insatiable need to see familiarity in other people's in suspense: actions. Your predictability gives them a sense of control. Turn the tables: be deliberately cultivate an unpredictable. Behavior that seems to have no consistency or purpose will keep them off air of balance, and they will wear themselves out trying to explain your moves. Taken to an unpredictability. extreme, this strategy can intimidate and terrorize. Law 18 Do not build The world is dangerous and enemies are everywhere - everyone has to protect themselves. A fortresses to fortress seems the safest. But isolation exposes you to more dangers than it protects you protect from - it cuts you off from valuable information, it makes you conspicuous and an easy yourself - target. Better to circulate among people, find allies, mingle. You are shielded from your isolation is enemies by the crowd. dangerous. Law 19 Know who There are many different kinds of people in the world, and you can never assume that you're everyone will react to your strategies in the same way. Deceive or outmaneuver some people dealing with - and they will spend the rest of their lives seeking revenge. They are wolves in lambs' do not clothing. Choose your victims and opponents carefully, then - never offend or deceive the offend the wrong person. wrong person. Law 20 Do not It is the fool who always rushes to take sides. Do not commit to any side or cause but commit to yourself. By maintaining your independence, you become the master of others - playing anyone do people against one another, making them pursue you. not commit to anyone. Law 21 Play a sucker No one likes feeling stupider than the next person. The trick, then, is to make your victims to catch a feel smart - and not just smart, but smarter than you are. Once convinced of this, they will sucker - never suspect that you may have ulterior motives. seem dumber than your mark. Law 22 Use the When you are weaker, never fight for honor's sake; choose surrender instead. Surrender surrender gives you time to recover, time to torment and irritate your conqueror, time to wait for his tactic: power to wane. Do not give him the satisfaction of fighting and defeating you - surrender transform first. By turning the other cheek you infuriate and unsettle him. Make surrender a tool of weakness power. into power. Law 23 Concentrate Conserve your forces and energies by keeping them concentrated at their strongest point. your forces. You gain more by finding a rich mine and mining it deeper, than by flitting from one shallow mine to another - intensity defeats extensity every time. When looking for sources of power to elevate you, find the one key patron, the fat cow who will give you milk for a long time to come. Law 24 Play the The perfect courtier thrives in a world where everything revolves around power and political perfect dexterity. He has mastered the art of indirection; he flatters, yields to superiors, and asserts courtier. power over others in the most oblique and graceful manner. Learn and apply the laws of courtiership and there will be no limit to how far you can rise in the court. Law 25 Re-create Do not accept the roles that society foists on you. Re-create yourself by forging a new yourself. identity, one that commands attention and never bores the audience. Be the master of your own image rather than letting others define it for you. Incorporate dramatic devices into your public gestures and actions - your power will be enhanced and your character will seem larger than life. Law 26 Keep your You must seem a paragon of civility and efficiency: your hands are never soiled by mistakes hands clean. and nasty deeds. Maintain such a spotless appearance by using others as unwitting pawns and screens to disguise your involvement. Law 27 Play on People have an overwhelming desire to believe in something. Become the focal point of people's need such desire by offering them a cause, a new faith to follow. Keep your words vague but full to believe to of promise; emphasize enthusiasm over rationality and clear thinking. Give your new create a cult disciples rituals to perform, ask them to make sacrifices on your behalf. In the absence of like organized religion and grand causes, your new belief system will bring you untold power. following. Law 28 Enter action If you are unsure of a course of action, do not attempt it. Your doubts and hesitations will with infect your execution. Timidity is dangerous: better to enter with boldness. Any mistakes boldness. you commit through audacity are easily corrected with more audacity. Everyone admires the bold; no one honors the timid. Law 29 Plan all the The ending is everything. Plan all the way to it, taking into account all the possible way to the consequences, obstacles, and twists of fortune that might reverse your hard work and give end. the glory to others. By planning to the end you will not be overwhelmed by circumstances and you will know when to stop. Gently guide fortune and help determine the future by thinking far ahead. Law 30 Make your Your actions must seem natural and executed with ease. All the toil and practice that go into accomplishments them, and also all the clever tricks, must be concealed. When you act, act effortlessly, as if seem you could do much more. Avoid the temptation of revealing how hard you work - it only effortless. raises questions. Teach no one your tricks or they will be used against you. Law 31 Control the The best deceptions are the ones that seem to give the other person a choice: your victims options: get feel they are in control, but are actually your puppets. Give people options that come out in others to your favor whichever one they choose. Force them to make choices between the lesser of play with the two evils, both of which serve your purpose. Put them on the horns of a dilemma: they are cards you gored wherever they turn. deal. Law 32 Play to The truth is often avoided because it is ugly and unpleasant. Never appeal to truth and reality people's unless you are prepared for the anger that comes from disenchantment. Life is so harsh and fantasies. distressing, that people who can manufacture romance or conjure up fantasy are like oases in the desert: everyone flocks to them. There is great power in tapping into the fantasies of the masses. Law 33 Discover Everyone has a weakness, a gap in the castle wall. That weakness is usually an insecurity, an each man's uncontrollable emotion or need; it can also be a small secret pleasure. Either way, once thumbscrew. found, it is a thumbscrew you can turn to your advantage. Law 34 Be royal in The way you carry yourself will often determine how you are treated: in the long run, your own appearing vulgar or common will make people disrespect you. For a king respects himself, fashion: act and inspires the same sentiment in others. By acting regally and confident of your powers, like a king to you make yourself seem destined to wear a crown. be treated like one. Law 35 Master the Never seem to be in a hurry - hurrying betrays a lack of control over yourself, and over time. art of timing. Always seem patient, as if you know that everything will come to you eventually. Become a detective of the right moment; sniff out the spirit of the times, the trends that will carry you to power. Learn to stand back when the time is not yet ripe, and to strike fiercely when it has reached fruition. Law 36 Disdain By acknowledging a petty problem you give it existence and credibility. The more attention things you you pay an enemy, the stronger you make him; and a small mistake is often made worse and cannot have: more visible when you try to fix it. It is sometimes best to leave things alone. If there is ignoring something you want but cannot have, show contempt for it. The less interest you reveal, the them is the more superior you seem. best revenge. Law 37 Create Striking imagery and grand symbolic gestures create the aura of power - everyone responds compelling to them. Stage spectacles for those around you, then, full of arresting visuals and radiant spectacles. symbols that heighten your presence. Dazzled by appearances, no one will notice what you are really doing. Law 38 Think as you If you make a show of going against the times, flaunting your unconventional ideas and like but unorthodox ways, people will think that you only want attention and that you look down behave like upon them. They will find a way to punish you for making them feel inferior. It is far safer others. to blend in and nurture the common touch. Share your originality only with tolerant friends and those who are sure to appreciate your uniqueness. Law 39 Stir up Anger and emotion are strategically counterproductive. You must always stay calm and waters to objective. But if you can make your enemies angry while staying calm yourself, you gain a catch fish. decided advantage. Put your enemies off-balance: find the chink in their vanity through which you can rattle them and you hold the strings. Law 40 Despise the What is offered for free is dangerous - it usually involves either a trick or a hidden free lunch. obligation. What has worth is worth paying for. By paying your own way you stay clear of gratitude, guilt, and deceit. It is also often wise to pay the full price - there is no cutting corners with excellence. Be lavish with your money and keep it circulating, for generosity is a sign and a magnet for power. Law 41 Avoid What happens first always appears better and more original than what comes after. If you stepping into succeed a great man or have a famous parent, you will have to accomplish double their a great man's achievements to outshine them. Do not get lost in their shadow, or stuck in a past not of your shoes. own making: establish your own name and identity by changing course. Slay the overbearing father, disparage his legacy, and gain power by shining in your own way. Law 42 Strike the Trouble can often be traced to a single strong individual - the stirrer, the arrogant underling, shepherd and the poisoner of good will. If you allow such people room to operate, others will succumb to the sheep their influence. Do not wait for the troubles they cause to multiply, do not try to negotiate will scatter. with them - they are irredeemable. Neutralize their influence by isolating or banishing them. Strike at the source of the trouble and the sheep will scatter. Law 43 Work on the Coercion creates a reaction that will eventually work against you. You must seduce others hearts and into wanting to move in your direction. A person you have seduced becomes your loyal minds of pawn. And the way to seduce others is to operate on their individual psychologies and others. weaknesses. Soften up the resistant by working on their emotions, playing on what they hold dear and what they fear. Ignore the hearts and minds of others and they will grow to hate you. Law 44 Disarm and The mirror reflects reality, but it is also the perfect tool for deception: when you mirror your infuriate with enemies, doing exactly as they do, they cannot figure out your strategy. The Mirror Effect the mirror mocks and humiliates them, making them overreact. By holding up a mirror to their psyches, effect. you seduce them with the illusion that you share their values; by holding up a mirror to their actions, you teach them a lesson. Few can resist the power of the Mirror Effect. Law 45 Preach the Everyone understands the need for change in the abstract, but on the day-to-day level people need for are creatures of habit. Too much innovation is traumatic, and will lead to revolt. If you are change, but new to a position of power, or an outsider trying to build a power base, make a show of never reform respecting the old way of doing things. If change is necessary, make it feel like a gentle too much at improvement on the past. once. Law 46 Never appear Appearing better than others is always dangerous, but most dangerous of all is to appear to too perfect. have no faults or weaknesses. Envy creates silent enemies. It is smart to occasionally display defects, and admit to harmless vices, in order to deflect envy and appear more human and approachable. Only gods and the dead can seem perfect with impunity. Law 47 Do not go The moment of victory is often the moment of greatest peril. In the heat of victory, past the mark arrogance and overconfidence can push you past the goal you had aimed for, and by going you aimed too far, you make more enemies than you defeat. Do not allow success to go to your head. for; in There is no substitute for strategy and careful planning. Set a goal, and when you reach it, victory, learn stop. when to stop. Law 48 Assume By taking a shape, by having a visible plan, you open yourself to attack. Instead of taking a formlessness. form for your enemy to grasp, keep yourself adaptable and on the move. Accept the fact that nothing is certain and no law is fixed. The best way to protect yourself is to be as fluid and formless as water; never bet on stability or lasting order. Everything changes.

REFERENCES

-   [1] Chuck Whitlock, “Scam School”, MacMillan, 1997. -   [2] Fay Faron, “Rip-Off: a writer's guide to crimes of deception”,     Writers Digest Books, 1998, Cinn, Ohio. -   [3] Bob Fellows, “Easily Fooled”, Mind Matters, PO Box 16557,     Minneapolis, Minn. 55416, 2000 -   [4] Thomas Gilovich, “How We Know What Isn't So: The fallibility of     human reason in everyday life”, Free Press, NY, 1991 -   [5] Charles K. West, “The Social and Psychological Distortion of     Information”, Nelson-Hall, Chicago, 1981. -   [6] Al Seckel, “The Art of Optical Illusions”, Carlton Books, 2000. -   [7] Chester R. Karrass, “The Negotiating Game”, Thomas A. Crowell,     New York, 1970. -   [8] Robert B. Cialdini, “Influence: Science and Practice”, Allyn and     Bacon, Boston, 2001. -   [9] Richard J. Robertson and William T. Powers, Editors,     “Introduction to Modern Psychology, The Control-Theory View”. The     Control Systems Group, Inc., Gravel Switch, Ky., 1990. -   [10] Charles Handy, “Understanding Organizations”, Oxford University     Press, NY, 1993. img35.jpg -   [11] National Research Council, “Modeling Human and Organizational     Behavior”, National Academy Press, Washington, D.C., 1998. -   [12] Robert Greene, “The 48 Laws of Power”, Penguin Books, New York     1998 -   [13] Various documents, A list of documents related to MKULTRA can     be found over the Internet.

Systems and Methods of the Invention

Even with the summary of relevant research and findings given above, the problem remains for an interested reader how to incorporate all or a subset of these, or similar studies, into simulated or real-world applications. The present invention, in specific embodiments, involves crafting a rule-set and data analysis method for applying these studies to real world problems. This aspect of the invention can be embodied in one or more logic processes running on a computer system, or in a kit or set of graphical and textual materials that provide users with advice and other results based on inputs related to situations and actors.

The present invention will be further understood with reference to FIG. 1 and further with reference to the Appendix. It will be understood that these examples are not intended to illustrate every possible data interface screen that may be desirable in a system according to specific embodiments of the invention, and that more generic and commonly understood interfaces, such as for file saving or report printing, are not shown. It will be further understood that not all details shown in any screen shot are necessary elements of all embodiments of the invention.

FIG. 1 illustrates a screenshot of an example graphical interface with interactive actor objects and data input and advice presentation and data output fields allowing influence related data to be input and presented interactively according to specific embodiments of the present invention. Such a graphical interface, according to specific embodiments of the invention provides users an interactive and intuitive way to navigate through various data input tasks and options and view advice and strategies that are selected from possibly a large amount of stored data regarding influence methods. The juxtaposition of a graphical representation of actors and their relationships to a situation allows users to interpret input data and its effects on advice presented with some ease.

Collecting Data Provided About a Situation

In general, the present invention uses data collected about actors and/or situations to provide advice regarding influence strategies. According to specific embodiments, as illustrated in FIG. 1, the invention involves a method and/or modules that accept input from and/or produce output to a graphical user interface which depicts individuals or groups as located in a two dimensional space indicative of their support and interest in the issue at hand at the time of interest.

Data entry in this embodiment indicates the position, charisma, money, expertise, force, friendliness, and adoption characteristics of each individual or group (represent by the named boxes) which is combined with the location in the space to provide a variety of indicators of the situation at present and how it can be altered by actions. Output consisting of colors, numbers, listings of elements of advice, and other relevant information and factors are provided and updated as the user alters information about the individual or group or moves that individual or group around the screen to indicate a different location in the two dimensions identified.

One example method that can be used in this embodiment includes the use of a series of indicators that identify options that are available for use as indicated by the analysis of Handy [10] and the National Research Council [11].

As an example, based on the position or title of a user relative to the position or title of an actor that is the subject of potential influence as entered through the data entry process, a determination per the “Power produces influence” chart is made as to which forms of overt, covert, and bridging influence are available to be applied. This list is then presented as a set of options.

Potential threats to action (in this particular depiction no threats are identified) are generated based on the combination of opposition and relative power level as well, so that the influences that an actor can have on a user and that are potentially serious enough to warrant being called threats are derived using the same basic mechanisms as used to identify influence methods.

In this example, the criticality of the situation is based on adoption phase and friendliness, and potential mechanisms of action, for example, as discussed in Cialdini [8], Karrass [7], and others are used to generate information that limits the strategies that can be used. For example, social proof is used as a strategy in suggesting that a project that others have already adopted should be presented to someone who normally adopts projects at the current phase. This is weighted by the result that social proof works better for those who like the person communicating it to them.

Other related research and expert opinions are also used to impact the advice provided. For example, if a target of influence that has historically been receptive to ideas has become hardened against the particular issues at hand, and if they normally adopt new ideas early but their adoption of this one is later than usual, then this is more important as an issue to address than a condition in which an individual or group that historically adopts an idea later than others and has a historic dislike for those undertaking to create the influences who is opposed to the idea early in its introduction.

The example embodiment illustrated in FIG. 1 selects from among the set of viable options and uses a metric based on these results and expert interviews to determine which of the potential sets of advice are most effective in the current situation. It then provides specific advice in descriptive form at the bottom of the screen selected and composed from among a set of built-in sentence fragments associated with different conditions.

This example embodiment also provides scoring information on how much overall effect movement of this actor (individual or group) through the space will have on the overall metric provided for assessing the current likelihood of project success. This is done by rating some of the input elements and derived values according to a common scale, in this case 1 through 5, and multiplying each by a factor that associates the relative weight of that factor in influencing change in the particular organization being influenced. The combined weights are then normalized relative to the maximum possible total weight to give a measurement of the relative import of movements of this individual or group in the space. Analysis of differences for movements in different directions and movements of different individuals and groups are then used to determine the most efficient ordering of which individual in which direction for improving the overall total rating of the situation and the overall total current rating of the situation is displayed relative to a maximum rating of 100. This particular embodiment also provides comment information putting this data into linguistic terms.

This embodiment further optionally provides for a file name that is used to store and subsequently retrieve the current situation for future use and the capacity to store, retrieve, and analyze, and present results for an unlimited number of these situations.

This particular embodiment also provides a capacity to alter values and locations of individuals and groups through the user interface, and to create or delete individuals or groups for analysis.

This particular embodiment also provides output in written form that consolidates all actions advices for all individuals and groups and sorts those results from most important to least important according to the metrics used to determine effects of movement in the space.

The present invention can be implemented as a computer program running on an information appliance, such as a computer, or on several computers using a network. The invention may also be embodied in other forms such as a board game using tables and charts to judge player moves and dice or similar random selection methods to cause results of efforts to be generated for the situation. In one embodiment, a network may include connections via the Internet, a Local Area Network, subscriber networks, etc. Among other possible user interfaces, the invention may be embodied in a system of GUIs. General methods for construction and operation of such systems is well known in the art, and the present invention can be understood as operating in a way roughly similar to other systems used in similar environments, except as specified herein.

A specific example embodiment is presented in the Source Code Appendix, which presents a logic module system, written in PERL, for creating the interactive graphical display as shown in FIG. 1, for evaluating inputs, and for providing advice and other options and functionality as described herein.

The present invention can also be implemented using a series of charts, tables, cards, etc., that systematize a set of rules related to influence and provide advice and/or scoring related to strategies for one or more users. Such an implementation may be particularly suited to embodiments in various strategy games for educational or entertainment.

Embodiment in a Programmed Digital Apparatus

The invention may be embodied in a fixed media or transmissible program component containing logic instructions and/or data that when loaded into an appropriately configured computing device cause that device to perform in accordance with the invention.

As will be understood to practitioners in the art from the teachings provided herein, the invention can be implemented in hardware and/or software. In some embodiments of the invention, different aspects of the invention can be implemented in either client-side logic or server-side logic. As will be understood in the art, the invention or components thereof may be embodied in a fixed media program component containing logic instructions and/or data that when loaded into an appropriately configured computing device cause that device to perform according to the invention. As will be understood in the art, a fixed media containing logic instructions may be delivered to a user on a fixed media for physically loading into a user's computer or a fixed media containing logic instructions may reside on a remote server that a viewer accesses through a communication medium in order to download a program component.

FIG. 2 shows an information appliance (or digital device) 700 that may be understood as a logical apparatus that can read instructions from media 717 and/or network port 719, which can optionally be connected to server 720 having fixed media 722. Apparatus 700 can thereafter use those instructions to direct server or client logic, as understood in the art, to embody aspects of the invention. One type of logical apparatus that may embody the invention is a computer system as illustrated in 700, containing CPU 707, optional input devices 709 and 711, disk drives 715 and optional monitor 705. Fixed media 717, or fixed media 722 over port 719, may be used to program such a system and may represent a disk-type optical or magnetic media, magnetic tape, solid state dynamic or static memory, etc. In specific embodiments, the invention may be embodied in whole or in part as software recorded on this fixed media. Communication port 719 may also be used to initially receive instructions that are used to program such a system and may represent any type of communication connection.

The invention also may be embodied in whole or in part within the circuitry of an application specific integrated circuit (ASIC) or a programmable logic device (PLD). In such a case, the invention may be embodied in a computer understandable descriptor language that may be used to create an ASIC or PLD that operates as herein described.

Example Embodiment as a Kit or Board Game

FIG. 3 illustrate example of board game or kit embodiments of the invention in which labeled squares are used to place pieces representing different individuals or groups to be influenced within the overall situation. Players indicate their selection of a strategy for an individual piece on the board and look up their proposed move in a large table for example as provided in a game scoring booklet. Using the row (A . . . H) and column (1 . . . 11) and information set onto the game pieces, players can compare their selection of techniques to the table to get a score for the move. Players keep track of their scores on a score sheet trying to outscore their opponents in gaining influence. FIG. 4 illustrates an example of a score table according to specific embodiments of the invention.

For example, of a token indicating the CEO is in square G6, and the player selects a strategy consisting of “ignore the CEO” for now as a move, the player then looks up the move for the CEO in that square and based on their selection, gets a score as indicated in the game scoring booklet. In this case, as an example, but not necessarily indicating the actual score, the player might get a 6 out of 10 as their score for that move. They then add 6 to their current score to get their new score and the next player makes their move. The game ends when all of the players decide not to move any more, or when a player reaches a certain number of points, perhaps 100 for this scoring system. In this embodiment, individual scores for moves can range from −10 to 10 and are based on the same information contained in the software embodiment identified herein.

Example Game instructions

As a further example, a game or simulation kit as depicted herein can proceed as follows:

-   1) Place pieces as depicted at random over the board. -   2) Use a score card with one column per player, each playing having     an initial score of 0 points. -   3) Each player in turn selects one game piece on the board that they     have not selected for a particular number of turns (e.g., 5) and the     player chooses a move from the move table associated with that game     piece. -   4) A referee looks up the move in the Game Score Booklet for that     game piece at that location on the board and tells the player their     score for this move, which is then added to their current score for     a new total score. -   5) The selected game piece placed at random face up over the board     (for example by being tossed in the air over the game board) in     preparation for the next move. -   6) The game continues from player to player until an end point is     reached, such as a player gets to a total score of −50 or +50. -   7) The final score of each player indicates their relative rankings     for the game with the highest score being the best score. -   8) For fun or tournaments, scores are recorded game after game and     players are ranked by their average scores.

Other Embodiments

The invention has now been described with reference to specific embodiments. Other embodiments will be apparent to those of skill in the art. In particular, a user digital information appliance has generally been illustrated or described as a personal computer. However, the digital computing device is meant to be any device for handling information could include such devices as a digitally enabled television, cell phone, personal digital assistant, etc.

It is understood that the examples and embodiments described herein are for illustrative purposes only and that various modifications or changes in light thereof will be suggested by the teachings herein to persons skilled in the art and are to be included within the spirit and purview of this application and scope of the claims. All publications, patents, and patent applications cited herein are hereby incorporated by reference in their entirety for all purposes. 

1. A method of providing advice to one or more users or evaluating decisions regarding influencing actors (individuals or groups) to affect a situation comprising: receiving data regarding said situation; receiving data regarding one or more of said actors; analyzing said data regarding said situation and said data regarding one or more of said actors to determine advice from a predetermined set of advice options in one or more advice tables Regarding one or more strategies applicable to one or more of said actors; and presenting or using said advice to indicate one or more of said strategies.
 2. The method of claim 1 wherein said data regarding one or more of said actors comprises one or more characteristics of one or more of said actors selected from the group consisting of: identities; position within an organization; job title; amounts of funds or other resources available; charisma; physical power either directly or indirectly available; personal or available expertise; typical adoption cycles for new ideas; opposition or favoritism with respect to other actors; importance of a situation to; family, caste, clan, tribe, or other group or identify affiliation; history with respect to any portion of some or all of these factors; and other information about an actor.
 3. The method of claim 1 wherein said data regarding said situation is selected from the group consisting of: a current state of a situation about which information is entered, and communications and other related plans and plan states relative to the situation about which information is entered or provided.
 4. The method of claim 1 further comprising: using said advice in order to alter measured qualities or quantities derived from or related to the situation.
 5. The method of claim 1 further wherein: said analyzing employs a rule set or other analysis tool derived from influence research
 6. The method of claim 1 further comprising: storing data about a situation and the current state of relevant actors for later retrieval and simulation.
 7. The method of claim 1 further comprising: providing a means for input data to be modified and results recomputed to reflect changing real, perceived, or proposed situations.
 8. The method of claim 1 further comprising: combining measures of outcomes and other results calculated by the method with original data so as to produce additional indications.
 9. A method according to claim 1 wherein results of historic and ongoing research into power and influence strategies and tactics are applied in order to generate said advice.
 10. A method according to claim 1 wherein said data and/or advice (or predictions) are graphically presented in colors, numbers, words, locations, sentences, shapes, or others visual means so as to indicate meaningful advice to a user.
 11. A method according to claim 1 wherein metrics are calculated using an apparatus selected from the group consisting of: an automated calculating device; a set of tables; and other readily usable mechanical, electrical, optical, or other similar mechanism to allow rapid application of these techniques for individuals or groups of people.
 12. A method according to claim 1 further comprising: employing hidden information regarding at least one individual or group with results compared to historic, generated, or other individual or group results in order to produce scores of the strategies, tactics, or other identified specifications of those individuals relative to calculating devices and/or other individuals and/or other groups.
 13. A method according to claim 1 further comprising: determining and saving scores of users; using said scores as a basis for changing stored information about the performance of users on these strategies, tactics, and techniques and in which the stored information is used to rank those users relative to each other.
 14. A method according to claim 1 further comprising: associating a weight to one or more types of situation and actor data elements; associating a numerical value with one or more individual instances of said situation and actor data elements; using a combination of said weights and said numerical values to select from a predefined set of strategies or tactics according to a table or other computational method.
 15. A method according to claim 1 further comprising: computing derived values from input data; using said derived values in combination with said input data to select from a predefined set of strategies or tactics according to a table or other computational method that provides the same results as such a table.
 16. A method according to claim 1 further comprising: assigning default values which are used as assumptions in calculation methods to unentered data values.
 17. A method according to claim 1 further comprising: generating one or more of said input data values through the roll of dice, the pick of cards, automated pseudo-random or truly random number generation, flips of coins, or other similar techniques in order to create situations not in correspondence to any specific real situation for simulation, educational, or entertainment purposes.
 18. A method according to claim 17 in which the generated values are used according to a predefined criteria so as to generate situations with specific characteristics so that they map to realistic situations likely to be found in realistic environments or other situations corresponding to specific constraints used to optimize against other criteria such as educational value, interest, or enjoyment.
 19. A method according to claim 1 in which handling of data and provision of advise is automated and executed using a computer, computer systems or networks.
 20. A method according to claim 1 in which handling of data and provision of advise is accomplished using one or more of: booklets; tables; cards; or any other mechanical or printed material known for presenting data values and/or presenting data value results of various operations.
 21. A method according to claim 1 in which results are partially or fully ordered, sorted, or otherwise ranked according to a scoring system.
 22. A method according to claim 1 wherein users or players engage in a game using moves in order to compete or cooperate with other users or players so as to cause simulated situational changes which change the scores of one or more of those users or players or situations.
 23. An information system providing advice relating to influencing actors comprising: a data store for storing data relating to one or more situations; a data store for storing data relating to one or more actors; a data store for storing data regarding advice and influence strategies; an analysis module for selecting one or more influence strategies and/or other advice based on data relating to situations and actors; a presentation interface able to present data relative to advice and/or influence strategies to a user.
 24. The system according to claim 23 further comprising: an interactive graphical user interface, said interface comprising: a plurality of objects indicating actors; a plurality of input fields allowing input of data regarding a situation; a plurality of output fields for display data relating to said advice or strategies.
 25. An electronic data file, recorded or transmitted on a fixed digital medium, that when loaded into an appropriately configured digital apparatus causes the apparatus to embody the system of claim
 23. 